org meeting february 25, 2014 agenda packet

8/13/2019 ORG Meeting February 25, 2014 Agenda Packet

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BROWN ACT:Government Code 54950 (The Brown Act) requires that a brief description of each item to be transacted or discussed

be posted at least 72 hours prior to a regular meeting. The Corporation posts agendas with the City at 1 Frank H.

Ogawa Plaza, #101. Action may not be taken on items not posted on the agenda. Copies of the agenda are availablefrom the Downtown Oakland Association at 388 19th Street, Oakland, CA 94612. Meeting facilities are accessible to

persons with disabilities. If you require special assistance to participate in the meeting, notify our office at 510 238-1122

at least 48 hours prior to the meeting.

388 19th Street Oakland, California 94612

DOA Phone 510.238.1122 LMUDA Phone 510.452.4529 Fax 510.452.4530

[email protected] [email protected] www.lakemerritt-uptown.org

Joint Organization Committee MeetingFebruary 25 2014 9:00 a.m.Kaiser Center 300 Lakeside Drive 2nd Floor Conference Room

Agenda

1. Introductions

2. Public comment and announcements

3. Approval of minutes of the January 6, 2014 meeting c tion tem

4. Review of draft of letter informing stakeholders of assessment increase

5. Consideration of allocation of Unallocated Carry Forward funds to increase

reserve (LMUDA only) c tion tem

6. Consideration of allocation of Unallocated Carry Forward funds to sponsor Free B

Shuttle at requested level (DOA & LMUDA) c tion tem

7. Consideration of SOBO Committee request for Unallocated Carry Forward funds

to expand Safety Ambassador Services (DOA & LMUDA) c tion tem

8. Approval of 2014 Contractor Goals c tion tem

9. Other

10. Next Joint Org Meeting: TBD


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Downtown Oakland and Lake Merritt/Uptown District Associations 388 19th Street Oakland, CA 94612DOA Phone 510.238.1122 LMUDA Phone 510.452.4529 Fax [email protected] www.downtownoakland.orginfo@lakemerritt uptown.org www.lakemerritt uptown.org

Joint Organization Committee MeetingJanuary 6 2014 9:00 a.m.Kaiser Center 2nd Floor Conference Room 300 Lakeside DrivePresent: Deborah Boyer, Michelle Lane, Sara May (by phone), Chris Curtis, Martin Ward

(by phone)

Absent: Indrajit Obeysekere, Jesse Nelson, Robert WilkinsStaff: Steve Snider/District Manager, Andrew Jones/District Services Coordinator,

Victoria Decker/Office Manager, Fiona Simms/Administrative Assistant

Discussions held and decisions made by the Joint Organization Committee

Subject iscussion ctionIntroductions The meeting was called to order at 9:07 a.m.Public comment andannouncements There were no public comments orannouncements made.Approval of the minutesof the July 31 2013meetingThe minutes of July 31, 2013 meeting were

presented to the committee for review.

Deborah moved andMichelle seconded themotion to approve theminutes of July 31 2013as presented. The motionwas approvedunanimously.Review of yearendfinancial report

Tori reviewed the DOA 2013 yearend financial

report. She noted that the districts received atotal of $1,033,182.20, which less the reserveand hardship reimbursements of $48,000.00leaves $985,182.20 cash available. Tori stated

that the DISI expenses total $66,185.54, ORGexpenses total $218,664.15, and SOBO expenses

total $625,505.16. The total cash remaining andcarry forward for 2014 is $74,827.35.

Tori reviewed the LMU 2013 yearend financialreport. She noted that the districts received a

total of $1,355,867.22, which less the reserveand hardship reimbursements of $85,882.04

leaves $1,129,985.18 cash available. Tori statedthat the DISI expenses total $64,796.46, ORG

expenses total $219,824.04, and SOBOexpenses total $849,601.20. The total cashremaining and carry forward for 2014 is

$135,763.48

No action taken.

Review and approval of2014 Annual Budget Tori reminded the committee that the 2014annual budget was approved in October inorder to meet the requirements of the City of

Michelle moved andMartin seconded themotion to approve the


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Oakland. This updated budget reflects the carryforward from 2013.

The DOA and LMU proposed 2014 annualbudgets were presented. Tori noted that the

DOA carry forward of $118,641.18 includes the2013 reserve of $43,813.83, $40,937.51 of

additional assessment income, and an expensecategory underspend of $33,889.84. The LMUcarry forward of $221,645.52 includes the 2013

reserve of $85,882.04, $94,399.08 of unspentadditional assessment income, and an expense

category underspend of $41,364.40.

The under spend in the Security line item for

both districts is directly attributable to theconscious effort on behalf of BBB to be more

diligent in its hiring practices both to ensureretention and attract high caliber candidates.

Additionally, the underspend in the Watering

line item can be attributed to Peralta ServiceCorporation providing watering services in 2013

at no expense to the districts..

All expense category allocations remainunchanged. The line item Unallocated Carry

Forward has been added.

DOA 2014 annual budget.The motion was approvedunanimously.Deborah moved and Chrisseconded the motion toapprove the LMU 2014Annual Budget

Review of Strategic Plan Chris noted that the Strategic plan lacks a timeframe for the completion of the stated goals.Staff requested that the committee send

detailed feedback.Other The next Joint ORG meeting was scheduled forFebruary 25

that 9:00 a.m.Adjournment The meeting was adjourned at 9:54 a.m.

Minutes taken by: Fiona Simms, Administrative Assistant


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Dear Valued Property Owner,

Since 2009, The Lake Merritt-Uptown District Association ("District") has been responsible for providing

property owners in the District with special benefits, including sidewalk maintenance, beautification and

ambassador services. The District provides these on your behalf to further economic development and

promote business attraction.

Your assessments continue to provide for the regular sweeping and cleaning of sidewalks, the prompt

removal of graffiti and experienced safety ambassadors on the street six days per week providing

hospitality and serving as additional eyes and ears for OPD. The assessments have also been disbursed

for enhanced landscaping and beautification, including the landscaping of medians along Broadway, and

branding of the District through new projects such as our retail shopping guide.

The City Council Resolution 81478 dated July 15, 2008 and the City of Oaklands Management District

Plan provide that the Board of Directors has the option to increase assessments annually up to 5% from

the previous years assessment. The Board of Directors of the Lake Merritt-Uptown District Association

worked with staff to evaluate budget projections, prioritize services and reduce expenses. After

thorough evaluation and deliberation, the Board found that additional funding is necessary to provide

consistent service levels for FY 2014-1015. Therefore, our Annual Report that was filed with the City of

Oakland will include the implementation of a 2.9% increase to take effect in the next tax year.

Our priority is doing what is best for the property owners in the Lake Merritt-Uptown District

Association. As always, we value your feedback. Please do not hesitate to contact our office with any

questions. The Board of Directors thanks you for your leadership, vision, and dedication in partnering

with the Lake Merritt-Uptown District Association toward the continued improvement of the District.

We look forward to continuing to work hard on your behalf in the future.

Sincerely,

Deborah Boyer

President

Lake Merritt-Uptown District Association


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Dear Valued Property Owner,

Since 2009, Downtown Oakland Association ("District") has been responsible for providing property

owners in the District with special benefits, including sidewalk maintenance, beautification and

ambassador services. The District provides these on your behalf to further economic development and

promote business attraction.

Your assessments continue to provide for the regular sweeping and cleaning of sidewalks, the prompt

removal of graffiti and experienced safety ambassadors on the street six days per week providing

hospitality and serving as additional eyes and ears for OPD. The assessments have also been disbursed

for enhanced landscaping and beautification, including the landscaping of medians along Broadway, and

branding of the District through new projects such as our retail shopping guide.

The City Council Resolution 81478 dated July 15, 2008 and the City of Oaklands Management District

Plan provide that the Board of Directors has the option to increase assessments annually up to 5% from

the previous years assessment. The Board of Directors of the Downtown Oakland Association worked

with staff to evaluate budget projections, prioritize services and reduce expenses. After thorough

evaluation and deliberation, the Board found that additional funding is necessary to provide consistent

service levels for FY 2014-1015. Therefore, our Annual Report that was filed with the City of Oakland

will include the implementation of a 5% increase to take effect in the next tax year.

Our priority is doing what is best for the property owners in the Downtown Oakland Association. As

always, we value your feedback. Please do not hesitate to contact our office with any questions. The

Board of Directors thanks you for your leadership, vision, and dedication in partnering with the

Downtown Oakland Association toward the continued improvement of the District. We look forward to

continuing to work hard on your behalf in the future.

Sincerely,

Michelle Lane

President

Downtown Oakland Association


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LMUDA Proposed 2014 Annual Budget

with Actual Carry Forward

2014

Annual Budget

Ordinary Income/ExpenseIncome

Assessment Revenue

1,175,636.62

Prior Year Bal - Carry Forward 221,645.52

Assessment Revenue - 94% Collection 1,105,098.42

Total Assessment Revenue 1,326,743.94

(Reserve) -73,344.70

Total Income 1,253,399.24

Expense

DISTRICT IDENTITY (DISI)

DISI Projects

Marketing 10,500.00

Banner Program 3,500.00

Misc 1,500.00

Public Relations 15,000.00

Public Space Development 4,000.00

Merchant/Retail Support 6,000.00

Total DISI Projects 40,500.00

Special Events

Arts & Culture 10,000.00

CBD Sponsored Events 9,000.00

Holiday Event 4,000.00

Total Special Events 23,000.00

Total DISTRICT IDENTITY (DISI) 63,500.00

ORGANIZATION

Non-Personnel Expenses

Accounting Expenses 6,500.00

Computer Service & Support 2,000.00

Consulting & Legal Expenses 2,500.00

Fees & Permits 2,000.00

Insurance

Directors & Officers 1,258.00

General Liability 2,987.00

Total FY13-14 Assessment Billed


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LMUDA Proposed 2014 Annual Budget


Total Insurance 4,245.00

Misc 500.00

Occupancy expenses

Rent 21,094.00

Total Occupancy expenses 21,094.00

Office furniture & equipment 1,500.00

Postage, shipping, delivery 500.00

Printing & copying 3,000.00

Supplies 3,500.00

Telephone & telecommunications 2,500.00

Total Non-personnel expenses 49,839.00

ORG/Special Projects

Annual Breakfast Meeting 5,000.00

Business Attraction & Retention 1,000.00

Shuttle 5,000.00

Total ORG/Special Projects 11,000.00

Personnel & Related


Staff Personnel 127,115.76

Training & Prof. Development 4,000.00

Total Personnel & Related 146,115.76

Total ORGANIZATION 206,954.76

SOBO

Maintenance 271,920.00

Landscaping Staff Person 23,000.00

Misc SOBO expenses 2,000.00

PROW Maintenance 40,000.00

Residential Beautification 2,000.00

Security 485,261.00

Watering 23,000.00

Total SOBO 847,181.00

Total Expense 1,117,635.76

Unallocated Carry Forward 135,763.48


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DOA Proposed 2014 Annual Budget


2014

Proposed

Annual Budget

Ordinary Income/Expense

Income

Assessment Revenue

980,953.72

Prior Year Bal - Carry Forward 118,641.18

Assessment Revenue - 94% Coll ecti on 922, 096. 49

Total Assessment Revenue 1,040,737.67

(Reserve) -40,000.00

Total Income 1,000,737.67

Expense

DISTRICT IDENTITY (DISI)

DISI Projects

Marketing 10,500.00

Banner Program 3,500.00

Misc 1,500.00


Public Space Development 2,000.00

Merchant/Retail Support 3,000.00

Total DISI Projects 35,500.00

Special Events

Arts & Culture 10,000.00

CBD Sponsored Events 9,000.00

Holiday event 4,000.00

Total Special Events 23,000.00

Total DISTRICT IDENTITY (DISI) 58,500.00

ORGANIZATION

Non-Personnel Expenses

Accounting Expenses 6,500.00

Computer Service & Support 2,000.00

Consulting & Legal Expenses (2014) 2,500.00

Fees & Permits 2,000.00

Insurance

Directors & Officers 1,215.00

General Liability 2,448.00

Misc 500.00

Occupancy expenses

Rent 21,094.00

Total FY13-14 Assessment Billed


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DOA Proposed 2014 Annual Budget


Office furniture & equipment 1,500.00

Postage, shipping, delivery 500.00

Printing & copying 3,000.00

Supplies 3,500.00

Telephone & telecommunications 2,500.00

Total Non-Personnel Expenses 49,257.00

ORG/Special Projects

Annual Breakfast Meeting 5,000.00

Business Attract ion & Retention 1,000.00

Shuttle 5,000.00

Total ORG/Special Projects 11,000.00

Personnel & Related

15,000.00

Staff Personnel 127,135.49

Training & Prof. Development 4,000.00

Total Personnel & Related 146,135.49

Total ORGANIZATION 206,392.49

SOBO

PROW Maintenance 40,000.00

Maintenance 216,000.00

Landscaping Staff Person (2014) 19,000.00

Misc SOBO expenses 4,339.00

Security 368,204.00

Watering 17,661.00Total SOBO 665,204.00

Total Expense 930,096.49

Unallocated Carry Forward 70,641.18

Public Relations


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2014 Broadway Shuttle Funding Sources:

$290K MTC Lifeline Transit$176K Alameda County Vehicle Registration Tax$132K Jack London Square (funded $100k for first 3 years, increased funding in 2013)$100K BAAQMD (grant application pending, $100K is estimate)$36K CBDs (requested amount up from $32K for first 4 years)$15K Forest City (funded $10k for first 3 years, increased funding in 2013)$10K SF Bay Ferry


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A g r e e m e n t b e t w e e n C i t y o f O a k l a n d a n d D o w n t o w n O a k l a n d & L a k e M e r r i t t / U p t o w n D i s t r i c t A s s o c i a t i o n s

P a g e 1

AGREEMENT

BETWEEN

THE CITY OF OAKLAND

AND

THE DOWNTOWN OAKLAND AND LAKE MERRITT/UPTOWN DISTRICT

ASSOCIATIONSFOR THE BROADWAY SHUTTLE

This Agreement is entered into by and among the City of Oakland, a municipal corporation(City), the Downtown Oakland Association, and the Lake Merritt/Uptown District Association(together, the CBDs), as of the ___ day of January, 2014.

SECTION I

RECITALS

1. On August 25, 2010, the City and the CBDs entered into an agreement whereby the CBDsbecame a $32,000 sponsor of Year 1 of the City of Oakland Free Broadway Shuttle.

2. On August 10, 2011, the City and the CBDs entered into an agreement whereby the CBDsbecame a $32,000 sponsor of Year 2 of the City of Oakland Free Broadway Shuttle.

3. On May 14, 2012, the City and the CBDs entered into an agreement whereby the CBDsbecame a $32,000 sponsor of Year 3 of the City of Oakland Free Broadway Shuttle.

4. On May 19, 2013, the City and the CBDs entered into an agreement whereby the CBDsbecame a $32,000 sponsor of Year 3 of the City of Oakland Free Broadway Shuttle.

5. The Broadway Shuttle improves the vitality of the Downtown, Lake Merritt and Uptowndistricts by improving accessibility into and within these districts, and promoting the growthof local restaurants and other businesses.

6. The Broadway Shuttle makes office tenant spaces more attractive for prospectivecompanies by connecting BART, Jack London Amtrak and the Ferry stations to office

buildings, places of business and other destinations.

7. After four years of service, the City and the CBDs wish to support the Broadway ShuttleDaytime Operations (Monday-Friday 7am-7pm) for a fifth year.

8. Under a Transit Services Agreement with the City, AC Transit operates the BroadwayShuttle at frequencies of approximately 11-minutes during peak hours and approximately16-minutes during off-peak hours (peak and off-peak hours defined below).

9. The City will continue to make every attempt to continue operating the shuttle on Fridayand Saturday nights, and will attempt to extend the weekday service by three hours, from anend time of 7pm to 10pm.


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P a g e 2

NOW, THEREFORE, for good and valuable consideration, the parties hereby agree as follows:

SECTION II

PARTY OBLIGATIONS

1. The term of this Agreement is one (1) year, from January 1, 2014 to December 31, 2014.

2. The Broadway Shuttle (hereafter the Shuttle) service shall remain in effect until at leastDecember 31, 2014.

3. The CBDs together shall pay the City $36,000 on or earlier than February 15, 2014 tosupport the operations and administration of the Shuttle service. This payment shall bedirected to:

Attention: Zach SealCity of Oakland250 Frank H Ogawa Plaza, Suite #3315Oakland, CA 94612

4. Service peak hours shall be defined as: 7:00am-9:00am; 11:00am-1:00pm; and 5:00pm-7:00pm. The service currently includes 19 total stops, including 13 within the DowntownOakland and Lake Merritt/Uptown District Association boundaries. No modifications to theShuttle route, service hours or frequency shall be made without prior notice and withoutinput from the CBDs.

5. The City reserves the right to terminate its AC Transit Transit Services Agreement (TSA) ifthe Shuttle service is not meeting the Citys expectations for customer service and/or

performance. However, if the AC Transit TSA is terminated, the City shall make reasonableattempts to secure a new TSA with a different operator prior to the conclusion of ACTransits service in order to ensure that there is no interruption in Shuttle service.

6. In the event that the City terminates its AC Transit TSA and enters into a new TSA with adifferent operator to provide the Shuttle service within the term of this Agreement, theCBDs funding obligation under this Agreement shall remain in effect.

7. If the AC Transit TSA is terminated prior to the end of the term of this Agreement, and theCity does not enter into a new TSA with a different operator to provide Shuttle servicewithin the term of this Agreement, the City shall refund to the CBDs any unused andunobligated portion of the CBDs payments made under this Agreement.

8. The City shall make every reasonable attempt to prominently place each of the two CBDlogos on all Shuttle marketing and promotional materials, including brochure, posters andwebsite; place the CBDs logos on the exterior of the shuttle vehicles; and mention theCBDs as a Shuttle sponsor in press releases.


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P a g e 3

9. Upon request from the CBDs, the City shall share quarterly ridership data summaries for theShuttle using Automated Passenger Counter with infrared technology. Ridership data caninclude trip data broken down by hour, days of the week and Shuttle stop.

10. Upon request from the CBDs, the City shall share quarterly on-time performance datasummaries for the Shuttle using the Automated Vehicle Location (AVL) system. Reportsshall include the number of occurrences that buses depart a timed stop more than oneminute early, and arrive at a timed stop more five minutes late.

11. This Agreement may be changed, modified or extended by written agreement of all parties.

12. The City shall indemnify, defend, and hold harmless the CBDs, their directors, officers,employees, and agents against any and all suits, claims or actions of any sort or nature,including but not limited to injuries to or death of any persons, or for loss of or damage toany property (including costs of attorneys fees) arising out of the Citys performance underthis Agreement, or the Citys failure to comply with any of its obligations contained herein,except any such injury, loss or damage caused by the sole negligence or willful misconduct

of the CBDs. The City further agrees to defend any and all such actions, suits or claims andpay all charges of attorneys and all other costs and expenses arising therefrom or incurred inconnection therewith; and if any judgment be rendered against the CBDs or any of the otherindividuals enumerated above in any such action, the City at its expense shall satisfy anddischarge the same. The City shall also indemnify, defend, and hold harmless the CBDs,their directors, officers, employees, and agents against any and all suits, claims or actionsarising out of the AC Transits performance with respect to the Broadway Shuttle if and tothe extent that the City is indemnified for such actions by AC Transit. This indemnity shallsurvive the termination of the Agreement.

13. All of the terms, provisions and conditions of the Agreement hereunder shall be binding

upon and inure to the parties hereto and their respective successors, assigns and legalrepresentatives. Notwithstanding the preceding sentence, no party shall assign or transfer itsinterest in this Agreement without the written consent of the other parties.

14. This Agreement contains the entire agreement of the parties with respect to mattersaddressed herein, and supersede any prior negotiations. All prior or contemporaneousagreements, understandings, representations, and statements are merged into this Agreementand are of no further force or effect. Every provision of this Agreement is intended to beseverable. If any provision of this Agreement is held invalid, illegal, or unenforceable by acourt of competent jurisdiction, the validity, legality, and enforceability of the remaining

provisions shall not be affected or impaired.

15. This Agreement may be signed in multiple counterparts, which, when signed by all parties,will constitute a binding agreement.


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P a g e 4

IN WITNESS WHEREOF, the parties have executed this Agreement on the date first set forthabove.

FOR CBDs

Deborah Boyer, President, LakeMerritt/Uptown District Association

Michelle Lane, President, Downtown OaklandAssociation

FOR THE CITY

Deanna Santana, City Administrator

Fred Blackwell, Assistant City Administrator

Approved as to form and legality:

Deputy City Attorney

:


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1

Pricing and Deployment for creating a more Specialized Staff

2013 Pricing

Safety Ambassadors 327.00

Senior Ambassadors 200.00

Team Leader 80.00

Operations Manager 40.00

Weekly Total 647.00

Annual 33,644.00

Employees 16.18

SCHEDULE

PRICINGSafety

Ambassadors

Team

Leader

Operations

Manager

Pay Rate 14.60$ 16.50$ 33.47$

FICA 1.12$ 1.26$ 2.56$

WC 0.64$ 0.73$ 1.47$

Liability 0.37$ 0.42$ 0.85$

Unemployment 0.88$ 0.99$ 2.01$

Subtotal 17.61$ 19.90$ 40.36$

Weekly Hours 546.00 61.00 40.00

Annual Hours 28,392.00 3,172.00 2,080.00

Annual Billing 499,914.98$ 63,119.63$ 83,958.83$

Overhead 1.88$ 1.88$ 1.88$

Benefits 1.88$ 1.88$ 1.88$

Profit 1.95$ 1.95$ 1.95$

Bill Rate 23.32$ 25.62$ 46.08$

Weekly Hours 546.00 61.00 40.00

Annual Hours 28,392.00 3,172.00 2,080.00

Annual Billing 662,229.30$ 81,253.65$ 95,849.26$

ANNUAL BILLING 839,332.22$


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2

Proposed Pricing and Deployment

Wages based on average hourly rates for current Tier 1 Ambassadors and provides for wage

increases for Tier 2, Team Leaders and Operations Manager.

Pricing accounts no significant decrease of total hours compared to 2013. The hours

associated with the Admin Assistant will allow hours equal to that amount for the

Operations manager to spend in the field.

PRICINGAdmin / Data

Entry

Safety Amb

Tier 1

Safety Amb

Tier 2Team Leader

Operations

Manager

Pay Rate 13.00$ 14.25$ 16.00$ 17.00$ 34.47$

FICA 0.99$ 1.09$ 1.22$ 1.30$ 2.64$

WC 0.78$ 0.85$ 0.96$ 1.01$ 2.06$

Liability 0.33$ 0.36$ 0.41$ 0.43$ 0.88$

Unemployment 0.78$ 0.86$ 0.96$ 1.02$ 2.07$

Subtotal 15.88$ 17.41$ 19.55$ 20.77$ 42.12$

Weekly Hours 24.00 326.00 176.00 80.00 40.00

Annual Hours 1,248.00 16,952.00 9,152.00 4,160.00 2,080.00

Annual Billing 19,820.86$ 295,121.18$ 178,895.97$ 86,398.62$ 87,603.38$

Overhead 2.24$ 2.24$ 2.24$ 2.24$ 2.24$

Benefits 2.00$ 2.00$ 2.00$ 2.00$ 2.00$

Profit 2.05$ 2.05$ 2.05$ 2.05$ 2.05$

Bill Rate 22.17$ 23.70$ 25.83$ 27.05$ 48.40$

Weekly Hours 24.00 326.00 176.00 80.00 40.00

Annual Hours 1,248.00 16,952.00 9,152.00 4,160.00 2,080.00

Annual Billing 27,665.69$ 401,680.09$ 236,424.71$ 112,548.05$ 100,678.09$


Downtown Oakland / Lake Merritt CBD Safety

Dollar Amt Hrs Per Year Weekly hrs

Downtown Oakland 25,370.88$ 524.16 10.08

Lake Merritt 28,953.60$ 723.84 13.92

54,324.48$ 1248.00 24.00

27,669.08$

26,655.40$

Cost of Admin Assistant

Gained Position $ Value

Field Hrs gained by Operations Mgr

Totals

Based upon conversations we have engagedin regarding the desire to take the account

into a data driven (work smarter, not harder)

approach, adjustments have been made to

the current deployment. Included in those

adjustments is the additional admin position,

wage increases for tenured employees, and a

Longevity Bonus for those employees as well.

Admin / Data Entry 24.00

Safety Amb Tier 1 326.00


Team Leader 80.00


Weekly Total 646.00

Annual 33,592.00

Employees 16.15

SCHEDULE


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3

Cost Breakdown by District

DOWNTOWN OAKLANDPRICING

Admin / Data

Entry

Safety Amb

Tier 1

Safety Amb

Tier 2

Team

Leader

Operations

Manager

Pay Rate 13.00$ 14.25$ 16.00$ 17.00$ 34.47$

FICA 0.99$ 1.09$ 1.22$ 1.30$ 2.64$

WC 0.78$ 0.85$ 0.96$ 1.01$ 2.06$

Liability 0.33$ 0.36$ 0.41$ 0.43$ 0.88$

Unemployment 0.78$ 0.86$ 0.96$ 1.02$ 2.07$

Subtotal 15.88$ 17.41$ 19.55$ 20.77$ 42.12$

Weekly Hours 10.08 147.00 76.00 33.60 16.80

Annual Hours 524.16 7,644.00 3,952.00 1,747.20 873.60

Annual Billing 8,324.76 133,076.12 77,250.53 36,287.42 36,793.42

Overhead 2.14$ 2.14$ 2.14$ 2.14$ 2.14$

Benefits 2.00$ 2.00$ 2.00$ 2.00$ 2.00$

Profit 2.05$ 2.05$ 2.05$ 2.05$ 2.05$

Bill Rate 22.07203$ 23.59916$ 25.73713$ 26.95883$ 48.30694$

Weekly Hours 10.08 147.00 76.00 33.60 16.80

Annual Hours 524.16 7,644.00 3,952.00 1,747.20 873.60

Annual Billing 11,569.28$ 180,391.95$ 101,713.14$ 47,102.47$ 42,200.94$





Team Leader 33.60

Operations Manager 16.80Weekly Total 283.48

Annual 14,740.96

SCHEDULE

Annual Cost

Position 2014 2013 Hours +/- 2014 2013 2014

Safety Ambassador N/A 241 23.32$

Tier 1 Ambassador 147.00 na 23.60$ 180,391.95$

Tier 2 Ambassador 76.00 25.74$ 101,713.14$

Team Lead 33.60 26.14 7.46 26.96$ 25.62$ 47,102.47$

Operations Mgr 75% in field 16.80 17.14 12.60 48.31$ 46.08$ 42,200.94$

Admin 10.08 22.07$ 11,569.28$2014 2013 On-Street +/-

382,977.78$

Downtown Oakland With Longevity BonusHours Billrate

(18.00)

TOTALTotal Hours 283.48 284.28 2.06


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4

LAKE MERRITT UPTOWN

PRICINGAdmin / Data

Entry

Safety Amb

Tier 1

Safety Amb

Tier 2

Team

Leader

Operations

Manager

Pay Rate 13.00$ 14.25$ 16.00$ 17.00$ 34.47$

FICA 0.99$ 1.09$ 1.22$ 1.30$ 2.64$

WC 0.78$ 0.85$ 0.96$ 1.01$ 2.06$

Liability 0.33$ 0.36$ 0.41$ 0.43$ 0.88$

Unemployment 0.78$ 0.86$ 0.96$ 1.02$ 2.07$

Subtotal 15.88$ 17.41$ 19.55$ 20.77$ 42.12$

Weekly Hours 13.92 179.00 100.00 46.40 23.20

Annual Hours 723.84 9,308.00 5,200.00 2,412.80 1,206.40

Annual Billing 11,496.10 162,045.07 101,645.44 50,111.20 50,809.96

Overhead 2.31$ 2.31$ 2.31$ 2.31$ 2.31$

Benefits 2.00$ 2.00$ 2.00$ 2.00$ 2.00$

Profit 2.05$ 2.05$ 2.05$ 2.05$ 2.05$

Bill Rate 22.243079$ 23.770204$ 25.908179$ 27.129879$ 48.477987$

Weekly Hours 13.92 179.00 100.00 46.40 23.20

Annual Hours 723.84 9,308.00 5,200.00 2,412.80 1,206.40

Annual Billing 16,100.43$ 221,253.06$ 134,722.53$ 65,458.97$ 58,483.84$


Lake Merritt Uptown Security




Team Leader 46.40


Weekly Total 362.52

Annual 18,851.04

Employees 9.06

SCHEDULE

Annual Cost

Position 2014 2013 Hours +/- 2014 2013 2014

Safety Ambassador N/A 305 23.32$

Tier 1 Ambassador 179.00 na 23.77$ 221,253.06$

Tier 2 Ambassador 100.00 25.91$ 134,722.53$

Team Lead 46.40 34.86 11.54 27.13$ 25.62$ 65,458.97$Operations Mgr 75% in field 23.20 22.86 17.40 48.48$ 46.08$ 58,483.84$

Admin 13.92 22.24$ 16,100.43$

2014 2013 On-Street +/-

496,018.84$

Lake Merrit Uptown With Longevity BonusHours Billrate

(26.00)

Total Hours 362.52 362.72 2.94TOTAL


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5

Pricing includes Longevity Bonus structure which has been put into overhead costs in

the amount of $9,984 which is split between the two programs based on hours

allocations to be utilized for 6.4 employees who currently meet the qualifiers for the

bonus.

Position Summaries

Admin Data Entry

Inclusion of a 24 hour per week Admin/ Data Entry position to assist the program in assuring

that all paperwork and filing is maintained, Smart System is updated and back office workload is

accomplished. This will allow Operations Manager to dedicate more of their time to on-street

functions of the CBDs. (This position would not require a guard card)

Safety Ambassador Tier 1

Entry level Safety position with compensation starting at historical rate of 13.50 per hour and

follows a wage matrix that tops out at $14.50 per hour after 2 years (wages do not disrupt

current compensation rates). The wages will be capped for this position until the level of a Tier 2Ambassador is reached by performance and desire to take on additional responsibilities.


Lake Merritt 5,705.86$ 220.46 4.24


9,984.00$ 400.65 7.70

Cost of Longevity Bonus in Dist Hours

Totals

Position 0-90 Days After 90 Days 1 Year 2 Years 3 Years 4 Years

Admin / Data Entry 12.50$ 13.00$ TBD TBD TBD TBD


Lake Merritt 11,569.28$ 488.26 9.39


27,669.71$ 1167.74 22.46

Cost of Admin Asst. in Dist Hours

Totals


Safety Amb Tier 1 13.50$ 14.00$ 14.50$ Capped Until performance dictates increase


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6

Safety Ambassador Tier 2

This position is for highly experienced Safety Ambassadors and will be filled by those who have

at least 2 years on the job and display the characteristics and work ethic to merit an increase in

pay and responsibilities. All those currently on staff with 2+ years experience are currently

being compensated at $15.00 per hour. Upon adoption of this model, compensation will

increase to $16.00 per hour and future ambassadors that reach the status of Tier 2 will start at

$15.50 per hour. The longevity bonus is based on

Must have two years experience and/or a work and performance level to merit apromotion into this category.

Responsible for the mentoring of all Tier 1 Ambassadors Takes the lead on all calls for service Provides concise written reports on activities engaged in while working within the

CBDs

Assists the Operations Supervisor and Team Leader in delivering training pieces Maintains a consistent lead by example work ethic and attendance record.

Team Leader

Current schedule consists of 61 Team Leader hours split between both districts. During a review

of the program, it was determined that we have not historically received the value that we will

look for in the future from this position. We propose increasing the allocated hours from 61

hours per week to 80 and requiring a higher level of participation from the employees that are

selected to fill this position. Those currently working as team leaders are being paid at a rate of

$16.00 per hour. Upon adoption of this compensation model the hourly rate will be increased to

$16.50 per hour with the qualification for a Longevity bonus.

Must have at Least 2 years of experience as a Tier 2 Ambassador, or 3+ years ofmanagement experience in a related field.

Will be charged with overseeing on-street performance of Tier 1 & 2 Ambassadors. Will deliver work assignments Coordinate, and present training pieces and assure understanding. Assist in interviewing and the vetting of potential candidates Will assure that Smart System protocols are being utilized in the field by spot checking

entries.

Will assist the Operations Manager and Operations Supervisor in any and all assignedtasks.

In addition to predominately supporting the staff at street level, the additional dutiesfor this position would be, but not limited to the oversight of the below duties and

tasks:

Scheduling


Safety Amb Tier 2 15.50$ 16.00$Based on perforamance Qualifies For Longevity Bonus


Team Leader 17.00$ Qualifies For Longevity BonusUpon Hire or Promotion


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7

Operations Manager

As we enter into a more data-driven and community involved program it is important for the

Operations Manager to devote much of his time to new initiatives while assuring that all current

programs and policies are being adhered to.

The Operations Managers current salary is budgeted at $69,617.00 and we would propose a

3.0% increase which will take him to $71,700.00

Deployment

The objective for an update to the deployment was to assure that we have a Seasoned

Ambassadoror Team Leader scheduled for every shift. Based on this objective the below

deployment allows for a Tier 2 and above to be present for every shift in both districts.

Position HoursPrimary

AssignmentSun Mon Tues Wed Thurs Fri Sat Total

Admin / Data Entry 8am-5:30pm Office 8 8 8 24

Oakland Tier 2 Per Schedule Per Schedule 8 12 16 16 16 8 76

Oakland Tier 1 Per Schedule Per Schedule 24 24 22 29 32 16 147

Lake Merritt Tier 2 Per Schedule Per Schedule 16 20 16 16 16 16 100

Lake Merritt Tier 1 Per Schedule Per Schedule 24 20 24 55 40 16 179

Team Leader Varies Both Districts 0.0 13.3 13.3 13.3 13.3 13.3 13.3 80

Operations Supervisor Varies Both Districts 8 8 8 8 8 40

93.3 97.3 107.3 145.3 133.3 69.3Total Scheduled Weekly Hours 646


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8

Breakdown by CBD


AssignmentSun Mon Tues Wed Thurs Fri Sat Total Wkly Hrs

Oakland

76Safety Ambassadors Lake

Merritt/Uptown Tier 2

7am - 3:30pm Bike / Foot 8 8 8 8 8 40

12:30-9pm Bike / Foot 4 8 8 8 8 36

76Safety Ambassadors Lake


147

Safety Ambassadors Lake


12:30-9pm Bike / Foot 8 8 8 8 8 40

7am - 3:30pm Bike / Foot 8 8 8 8 8 40

12:30-9pm Bike / Foot 7 8 8 23

12:30-9pm Bike / Foot 8 8 6 6 8 8 44

Team Leader Varies 5.6 5.6 5.6 5.6 5.6 5.6 33.6

Operations Manager Varies Both Dist 3.36 3.36 3.36 3.36 3.36 16.8

147



Oakland Hours


Safety Ambassador 223

Team Leader 33.60


TOTAL 283.48

FTEs 7.09

Lake Merritt Hours


Safety Ambassador 279

Team Leader 46.40


TOTAL 362.52

FTEs 9.06


AssignmentSun Mon Tues Wed Thurs Fri Sat Total Wkly Hrs



100

Lake Merrit

7am - 3:30pm Bike / Foot 8 8 8 8 8 40

12:30-9pm Bike / Foot 8 8 8 8 324 8 8 8 28



100



179

12:30-9pm Bike / Foot 8 8 16

7am - 3:30pm Bike / Foot 8 8 16

12:30-9pm Bike / Foot 8 4 8 8 8 36

4pm- 12:30am Bike / Foot 8 8 8 24

7am - 3:30pm Bike / Foot 8 8 8 7 31

12:30-9pm Bike / Foot 8 8 8 8 32

4pm- 12:30am Bike / Foot 8 8 8 24

Team Leader Varies Both Dist 7.73 7.73 7.73 7.73 7.73 7.73 46.40

Operations Manager Varies Both Dist 4.64 4.64 4.64 4.64 4.64 23.2



179


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9

Longevity / Performance Bonus

Concerns were expressed regarding how we can assure those high quality employees stay with

the ambassador program and are rewarded for their hard work and loyalty. Block by Block

shares those concerns, and it is something that we face in every program we provide services to.

It is with this in mind that we propose the adoption of a bonus structure Pilot Program that is

designed to benefit qualified employees with a financial reward at the end of the year.

Qualifications

Must have been continuously employed with Block by Blocks Lake Merritt / DowntownOakland Safety Program for a period of at 2 years.

Must remain employed with Block by Blocks Lake Merritt / Downtown Oakland SafetyProgram throughout 2014 as of January 1, 2015.

Must have reached through performance the level of a Tier 2 Ambassador or TeamLeader.

If the employees anniversary date falls within 2014, they will qualify for a partial bonuscommencing from their 2nd anniversary date until January 1, 2015

Bonuses are not accrued and will be forfeited upon resignation, termination, orcancellation of the bonus program.

Must not have acquired greater than 4 attendance points throughout 2014 Must not receive a disciplinary Corrective Action Notice due to performance, or poor

behavior that rises to the level of a Final Warning throughout 2014.

Annual Hours P/H $ allocation Total $'s Total Employees Annual Bonus

9152.00 0.75$ 6,864.00$ 4.40 1,560.00$

4160.00 0.75$ 3,120.00$ 2.00 1,560.00$

9,984.00$

Team Leader

Total Included in Overhead Costs

Performance/Longevity Bonus

Safety Amb Tier 2

Tier 2 to Team Leader, and

employed greater than two

(2) years

Average

hours per

week

Longevity and

Performance

Bonus

Team Leader 35+ 1,560.00$

Fulltime Ambassador's 35+ 1,560.00$

Part-time Ambassador 24-34 $750.00

Part-time Ambassador 8 to 23 $375.00

Part-time Ambassador under 8 hours $0.00Those whose 2 year anniversary falls within the bonus

period will receive a bonus commensurate with their average

weekly hours beginning the month following their

anniversary date.


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2 4 OVM Goals

Goal:Explore new creative fundraising models

Identify board members that can assist in obtaining grants and sponsorships

Partner with PSC for workforce development grants

Partner with BBB for crime prevention grants

Develop sponsorship program for enhanced ambassador services and beautificationprogram (e.g., sponsor a hanging basket, or additional ambassador hours)

Explore crowd funding opportunities

Goal: Create Homelessness support program Work with BBB on strategy Create informational handout for city, county and regional support groups

Establish working relationships with local support services

Expand ambassador training to facilitate support services

Participate in the U.S. Department of Housing and Urban Development (HUD) Point in time(PIT) count if possible

Goal: Create a CBD specific community watch program (CWP) Work with community, stakeholders, OPD neighborhood coordinators, and BBB

Create community watch handbook to train volunteer block captains Setup and refine the communication system for the CWP

Register up to 30 block captains to participate in the program

Goal: Create criteria for evaluating sponsorships/partnerships Utilize the strategic plan to identify whether projects are valuable and align with our

priorities

Goal: Facilitate public space development and median improvements Participate in the redesign and rollout of phase 2 of Latham Square

Complete the landscaping of the 27th streets median

Successfully manage the maintenance of all our medians and public spaces in the districts

Move Franklin Square under our Master Encroachment Permit, landscape, maintain andmanage the area, install new furniture


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Goal: Market business clusters Work with Gallen.Neilly & Associates to create cluster specific one sheets for three distinct

markets: press, stakeholders, and brokers

Cultivate and build productive partnerships with new Chamber leadership, Visit Oakland,Broker Focus Group, 2.Oakland, and similar groups


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Confidential Page 1 of 7

CUSTOMER INFORMATION

Customer Name:Downtown Oakland

Lake Merritt Uptown CBDs 1st

Quarter review Date:

Primary Contact: Steve Snider 2nd


Additional

Contact: Andrew Jones 3rd


BBB Operation

Manager: Ted Tarver 4th


Date written: 8 January 2014 Operations Manager Signature:

General Manager Signature:

STRATEGICWORK PLAN


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1ST

GOAL-

Recruitment, Retention & Staff Development to Mirror the Abilities and Successes of Tenured Staff

Plan of Action

Status

Utilize tenured staff to provide mentorship and assistance to new employees

through a phased training system which will be delivered by senior team

members and monitored by Supervision

Develop three phased, six week training materials to be used by tenured staff

in the training of new Ambassadors that is reflective of the past experiences,

and the needs of the districts.

Research and recruit from entities and forums outside the current norm to

find potential ambassadors that come to us with a higher level of knowledge

and abilities.

Develop on-going training materials with the assistance of the CBD staff, BBB

corporate and local entities and agencies which are specific to the challenges

and opportunities in Lake Merritt and Downtown Oakland.

Develop account specific and ongoing testing which emphasizes district and

situational knowledge.

Develop a job satisfaction survey through Survey Monkey (or like survey

service) to bench-mark current views of the Ambassador team about their

work environment and positions.


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Examples of Measuring the Goal

Status

1. Increase in Ambassador knowledge measured through the utilization of account

specific testing on district and situational knowledge.

2. Decrease in turnover rate which is currently at 64%

3. Increase in employee morale and job satisfaction measured by providing

ambassadors with quarterly job satisfaction surveys through Survey Monkey.

Quarterly Activity Summary


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2ND

GOAL-

Assist in the CBD Management in the Creation of a Homelessness Support Program

Plan of Action

Status

Assist in the creation of an informational handout for city, county and regional

support groups by enlisting BBBs homeless task-force director.

Play a lead role in the development of working relationships with local support

services, and develop a common ground approach to the issues of

homelessness in the CBDs

Develop and/or modify current BBB written materials, and obtain information

from local support groups to provide specific training to the Ambassador team.

Enlist guest instructors from members of local support service groups to

maintain their buy-in and to help strengthen their relationships with the CBDs

and Ambassador team.

Utilize the SMART System to track the progress of outreach to specificindividuals.


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Status

1. Monitor number of homeless contacts specific to the individual. Assess whether

they have been transitioned into services.

2. Meet with service agencies several times to see if their client goals are being

met by utilization of the Safety Ambassadors team in a supporting role.

3. Provide on-going testing of the Ambassador team to ensure knowledge of

homeless services offered and the approach the CBDs want them to take

when dealing with homeless issues.



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3RD

GOAL-

Assist the CBD management in the implementation of a community watch program (CWP) with community

stakeholders, OPD neighborhood services coordinators.

Plan of Action

Status

Take an instrumental role in the recruitment of business block captains through

the distribution of written materials and the recognition of interested parties.

Develop talking points for the ambassadors to use when approached by, or

when approaching interested stakeholders.

Attend initial community watch meetings, and provide through the

collaboration of the CBD staff written materials to be used at those meetings in

an ongoing basis.

Work through BBB corporate and CBD management in the development of a

communication system to be utilized by the CWPs.

Enlist the involvement by OPD in the support of the program by developing and

using current relationships in the department.


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Status

1. This goal will be measured by the number of block captains recruited and

the number of CWP groups formed.

2. Feedback from the CWPs on the success of their meetings, and the materials

provide to them by the CBD.

3. Tracking of incidents reported by the CWPs, and the responsiveness of those

agencies responsible for providing the requested services.

4. Increase in quality of life crimes committed in areas that have formed a CWP.



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Peralta Service Corporation a subsidy of the Unity Council

The Downtown Oakland Association/Lake Merritt Uptown

District Association

PSC CBD Goals for 2014


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Peralta Service Corporation a subsidy of the Unity Council

Goal-

Being more efficient in delivery of Graffiti & Power washing Services throughout the CBD District:

Strategy-

Purchasing a portable Paint-Spraying & power washing Unit that can be rolled around on wheels to abate

Graffiti (large & small tagging) which will save on cost & time.

Goal-

PSc will provide expanded training to PSC Maintenance Staff for greater efficiency. The training will be

provided for by internal and external resources.

Strategy-

A. More Customer Service Training- The training would be provided by The Unity Council Workforce

Development Staff

B. More Safety Training (Once a Week) - The training would be provided by Cleansource Inc.

C. More in the Field one on one Eye For Detail Training- The training would be provide by PSC General

Manager and Operations Manager.

D. To have a Trained Professional come in and train each worker how to properly pick-up syringes in the

field of work and how to place them in the proper containers.

E. How to remove Blood and other Toxins from the sidewalks, workers will be certified after training.

Goal-

Collaborate with City agencies to reduce cost for a savings to the district, for those funds to be allocated

to other improvements in the district.

Strategy-

A. To work in collaboration with PWA Staff /CBD Staff/PSC Staff to acquire 2 dumpsters one for illegally

dumped items and one for regular trash.

I

The need for the dumpsters to save a tremendous amount of cost to PSC/CBD paying out over $20,000 a year

in Dump Fees.

B. Continue to report, discuss, and collaborate with City Agencies about the Major Maintenance Issues

affecting the District and the City.


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Goal-

New Tree-Well, median & Landscaping Projects throughout the District.

Strategy-

Work with PSC Horticulturists /CBD Management and staff to identify special project needs throughout

District.

Proposed Landscaping Projects 2014Timeline

1. 80 Grand- February 2014, 3 Days for completion2. Tree well meshing- March 2014 30 Days 1-2 Weeks for completion3. Franklin SquareMid March 2014, 2 Weeks for completion4. 21st & Webster- May 2014, 1 Week for completion5. Project 4(Trash Receptacles & Snuffers)- May 2014, 1-4 Weeks for completion6. Project 8(Broadway East @ 19th)-June 2014, 1 Day for completion7. Project 10- (Broadway East 20th-21st- June 2014, 1 Week for completion8. Project 1(Tree Braces)- July 2014-also depending on city permits. 1-2 Weeks for installation2014 Completed Projects

1. Project 3- Change of palette for BART planters- completed2. Project 9- Broadway West Planters- completed

org meeting february 25, 2014 agenda packet

Documents